The Simple Question That Transforms Manager-Employee Communication
A New Manager's Guide to Ensuring Instructions Are Understood
Every manager has been there—you've given clear instructions, walked through the expectations, and felt confident about the conversation. Then, somehow, the work gets done incorrectly, deadlines are missed, or critical details are overlooked. The cycle of frustration begins: you're getting pressure from leadership, your team member is getting criticized for mistakes, and nobody is winning.
The solution isn't more meetings, longer explanations, or detailed written instructions. Sometimes, it's as simple as asking one strategic question.
The Steel Manufacturing Plant Story
Years ago, while working as a consultant and director of operations at a steel manufacturing firm, I encountered a situation that taught me one of the most valuable communication lessons of my career.
Mark, the crew manager overseeing the rebar production team, was struggling. He came from a sales background and was relatively new to management. His floor manager was making repeated mistakes—significant ones—and Mark was caught in an impossible position. He was being held accountable by leadership while simultaneously trying to manage an underperforming employee.
The Failed Solution
Mark had already tried the conventional approaches. He gave his floor manager a notebook. Each morning, they sat down together and walked through the day's priorities and tasks. The floor manager would write everything down. On paper, this should have worked.
But it didn't.
The mistakes continued. The frustration escalated on both sides. Mark felt helpless—he was doing everything "right" according to management best practices, yet nothing was improving.
The Breakthrough
I suggested a simple modification to Mark's morning routine: "Just ask him what he's going to work on first."
Mark resisted initially. He worried this would seem condescending, like he was treating his floor manager like a child who needed to repeat instructions back. This is a common concern among new managers—the fear of damaging relationships or appearing distrustful.
But the alternative was worse. The current approach wasn't working, and both parties were suffering for it.
What Happened Next
The next morning at 7:30, I observed their usual meeting from a distance. Mark went through the day's priorities as normal. Then, instead of ending the conversation and hoping for the best, he asked the question: "What are you going to work on first?"
The body language told the whole story. The floor manager looked down at his notepad and started to respond. Immediately, Mark stopped him—politely but firmly—because the answer revealed a fundamental misunderstanding of the priorities.
Mark corrected the misalignment on the spot. The floor manager updated his notes. The clarity was instant.
After the meeting, Mark came to my office with visible relief. "This is the first time I've had a meeting with him where I left feeling confident that he was going to do what I asked him to do," he said.
That simple question had transformed their communication.
Why This Question Works
It Creates a Checkpoint Without Condescension
Asking someone to "repeat back" what you said can feel infantilizing. It puts the employee in a passive role—a student reciting a lesson.
But asking "What are you going to work on first?" is different. It:
- Frames the employee as an active decision-maker
- Assumes competence while verifying understanding
- Feels like a planning conversation, not a test
- Reveals prioritization gaps immediately
It Exposes Misalignment Early
Often, the problem isn't that instructions weren't heard—it's that they were interpreted differently than intended. By asking about the first task, you quickly discover if your priorities match your employee's understanding of those priorities.
It's Efficient
This isn't about adding more meetings or longer conversations. It's about adding one strategic question to conversations you're already having. The time investment is minimal; the clarity gained is substantial.
How to Implement This Approach
1. Set Clear Expectations First
This question only works if you've already provided clear direction. Don't use it as a replacement for thorough communication—use it as a verification tool.
2. Ask With Genuine Curiosity
Your tone matters. This should sound like, "So, what are you planning to tackle first?" not "Let me test if you were paying attention."
3. Listen Actively to the Response
Don't interrupt immediately if the answer isn't what you expected. Let your employee finish their thought, then address any misalignments.
4. Correct Misunderstandings Immediately
If there's a disconnect between what you intended and what they understood, address it right then. Don't let them walk away with incorrect information.
5. Validate When They Get It Right
If the response demonstrates clear understanding, acknowledge it. "Yes, exactly" or "That's the right priority" reinforces that the communication was successful.
When This Approach Is Most Valuable
This technique is particularly useful for:
New managers who are still developing their communication style and need reliable verification methods.
Complex projects where multiple tasks are interdependent and sequencing matters.
Team members who are learning and may need additional support interpreting priorities.
High-pressure situations where mistakes have significant consequences.
Transitions when responsibilities shift or new processes are being implemented.
The Broader Principle
This story illustrates a fundamental truth about management: effective communication isn't just about what you say—it's about verifying that what was heard matches what you meant.
Many managers assume that clear communication on their end automatically results in clear understanding on the receiving end. This assumption creates the majority of workplace miscommunications.
The best managers build verification into their communication process. They create low-stakes opportunities to catch misalignments before they become costly mistakes.
Final Thoughts
Years after that morning at the steel manufacturing plant, I still use this question regularly. It's become second nature—a natural way to wrap up any conversation where I've given direction or set expectations.
The beauty of this approach is its simplicity. You don't need special training, elaborate systems, or significant time investments. You just need to ask one thoughtful question and be prepared to clarify when necessary.
If you're a new manager struggling with whether your instructions are landing properly, or if you're an experienced leader looking to reduce miscommunication on your team, try this approach. The next time you finish giving directions, simply ask: "What are you going to work on first?"
You might be surprised by how much clarity that one question creates.
Are you looking to strengthen your management communication skills? Effective leadership starts with clear, verified communication that sets your team up for success.